Shared leadership in enterprise resource planning and human resource management system implementation

Human resource management systems (HRMS) integrate human resource processes and an organization's information systems. An HRMS frequently represents one of the modules of an enterprise resource planning system (ERP). ERPs are information systems that manage the business and consist of integrated software applications such customer relations and supply chain management, manufacturing, finance and human resources. ERP implementation projects frequently have high failure rates; although research has investigated a number of factors for success and failure rates, limited attention has been directed toward the implementation teams, and how to make these more effective. In this paper we argue that shared leadership represents an appropriate approach to improving the functioning of ERP implementation teams. Shared leadership represents a form of team leadership where the team members, rather than only a single team leader, engage in leadership behaviors. While shared leadership has received increased research attention during the past decade, it has not been applied to ERP implementation teams and therefore that is the purpose of this article. Toward this end, we describe issues related to ERP and HRMS implementation, teams, and the concept of shared leadership, review theoretical and empirical literature, present an integrative framework, and describe the application of shared leadership to ERP and HRMS implementation.     

Effects of people-centred factors on enterprise resource planning implementation project success: empirical evidence from Sri Lanka

Extant literature suggests people-centred factors as one of the major areas influencing enterprise resource planning (ERP) implementation project success. Yet, to date, few empirical studies attempted to validate the link between people-centred factors and ERP implementation project success. The purpose of this study is to empirically identify people-centred factors that are critical to ERP implementation projects in Sri Lanka. The study develops and empirically validates a framework for people-centred factors that influence the success of ERP implementation projects. Survey research methodology was used and collected data from 74 ERP implementation projects in Sri Lanka. The people-centred factors of ‘project team competence’, ‘rewards’ and ‘communication and change’ were found to predict significantly the ERP implementation project success.     

我国企业实施ERP的社会心理制约

ERP的成功实施需要组织变革和业务流程再造的保障。但在一些社会心理因素的影响下,我国企业在实施ERP和组织变革的过程中出现了一些有别于国外情况的新困难、新问题,有的甚至导致了整个项目的失败。文中就此进行分析,并针对组织变革、业务流程再造中的社会心理制约,提出了相应的建议和对策。     

A method for improving ERP implementation success by the principles and process of user-centred design

Enterprise resource planning (ERP) systems are implemented to increase the productivity and operational efficiency of companies. However, the implementation activities and changes within operational processes pose a temporary threat to productivity. Reported difficulties in implementation projects frequently relate to organisational and human-centred issues; like the ability and motivation of the organisation to accept the new ERP system. User-centred design (UCD) is a multidisciplinary process that aims at improving human working conditions by early user involvement in the system design, e.g. user observation or usability testing. UCD was originally developed for the design of interactive computer systems. The underlying question for this research is how the principles and process of UCD can be applied to ensure the usability of an ERP system. This article presents: first, a literature review of ERP implementations; second, a literature review of UCD applications; third, a method to combine the UCD and ERP system implementation processes; and finally a discussion of the UCD approach for ERP implementation.     

Moving to the Next Strategy Stage: Examining Firms' Awareness,Motivation and Capability Drivers in Environmental Alliances

Complementing extant studies on the antecedents of firms' environmental strategy, this article focuses on the trajectories of corporate engagement in proactive environmental alliances. Specifically, we build an awareness–motivation–capability framework and analyze factors that drive the move beyond incremental pollution prevention and facilitate firms' engagement in transformative, sustainable development strategies in their alliances. Based on 212 environmental alliance‐related observations, our test results indicate limited explanatory power of regulatory pressures, but highlight the role of firms' environmental networks to sharpen their awareness to engage in transformative alliances. Further, we elaborate on the nuances and boundary conditions of firms' risk‐taking propensity, industry concentration, financial capacity and especially prior sector‐spanning experiences as motivation and capability drivers. These insights contribute to the discourse on firms' environmental strategy and alliance formation by depicting how and to what extent environment‐specific and more general firm attributes predispose them to engage in transformative rather than incremental environmental projects. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment     

Risk assessment for enterprise resource planning (ERP) system implementations: a fault tree analysis approach

Enterprise resource planning (ERP) system implementations are often characterised with large capital outlay, long implementation duration, and high risk of failure. In order to avoid ERP implementation failure and realise the benefits of the system, sound risk management is the key. This paper proposes a probabilistic risk assessment approach for ERP system implementation projects based on fault tree analysis, which models the relationship between ERP system components and specific risk factors. Unlike traditional risk management approaches that have been mostly focused on meeting project budget and schedule objectives, the proposed approach intends to address the risks that may cause ERP system usage failure. The approach can be used to identify the root causes of ERP system implementation usage failure and quantify the impact of critical component failures or critical risk events in the implementation process.     

Witty invention or dubious fad? Using argument mapping to examine the contours of management fashion

This paper examines management fashion discourse based on the premise that management fashions are not neutral, but problematic. It grounds this premise on Abrahamson and Fairchild's (1999) observation that attributes the upswings of management fashion discourse to “emotionally charged, enthusiastic and unreasoned discourse”. Adopting this critical perspective, the paper conducts a careful analysis of faddish discourse in an attempt to understand the discursive ailments that would justify ascribing a diagnosis of “unreasoned” to this discourse. To achieve this goal, the paper employs the technique of argument mapping to examine and compare the structures of early discourse surrounding: (1) Business Process Reengineering (BPR) – typically now considered a fad; (2) Enterprise Resource Planning (ERP) – an enduring, non-faddish IS discourse; and (3) Service Oriented Architecture (SOA) – a more recent discourse that is evaluated based on insights derived from comparisons of BPR and ERP. Findings from the resultant argument maps show conspicuous differences between BPR and ERP argumentation, which suggests an association between early argument structure and the faddish trajectory of discourse. Similarly, insights derived from ERP and BPR argument comparisons suggest that SOA is more likely to follow the faddish course of its BPR predecessor rather than the enduring track of ERP.     

Enterprise resource planning (ERP) implementation using the value engineering methodology and Six Sigma tools

Enterprise resource planning (ERP) is a software solution that integrates the operational processes of the business functions of an enterprise. However, implementing ERP systems is a complex process. In addition to the technical issues, companies must address problems associated with business process re-engineering, time and budget control, and organisational change. Numerous industrial studies have shown that the failure rate of ERP implementation is high, even for well-designed systems. Thus, ERP projects typically require a clear methodology to support the project execution and effectiveness. In this study, we propose a theoretical model for ERP implementation. The value engineering (VE) method forms the basis of the proposed framework, which integrates Six Sigma tools. The proposed framework encompasses five phases: knowledge generation, analysis, creation, development and execution. In the VE method, potential ERP problems related to software, hardware, consultation and organisation are analysed in a group-decision manner and in relation to value, and Six Sigma tools are applied to avoid any project defects. We validate the feasibility of the proposed model by applying it to an international manufacturing enterprise in Taiwan. The results show improvements in customer response time and operational efficiency in terms of work-in-process and turnover of materials. Based on the evidence from the case study, the theoretical framework is discussed together with the study’s limitations and suggestions for future research.     

Aligning ERP systems with companies’ real needs: an ‘Operational Model Based’ method

Enterprise Resource Planning (ERP) systems offer standard functionalities that have to be configured and customised by a specific company depending on its own requirements. A consistent alignment is therefore an essential success factor of ERP projects. To manage this alignment, an ‘Operational Model Based’ method is proposed. It is based on the design and the matching of models, and conforms to the modelling views and constructs of the ISO 19439 and 19440 enterprise-modelling standards. It is characterised by: (1) a predefined design and matching order of the models; (2) the formalisation, in terms of modelling constructs, of alignment and misalignment situations; and (3) their association with a set of decisions in order to mitigate the misalignment risk. Thus, a comprehensive understanding of the alignment management during ERP projects is given. Unlike existing methods, this one includes decisions related to the organisational changes an ERP system can induce, as well as criteria on which the best decision can be based. In this way, it provides effective support and guidance to companies implementing ERP systems, as the alignment process is detailed and structured. The method is applied on the ERP project of a Small and Medium Enterprise, showing that it can be used even in contexts where the ERP project expertise level is low.     

Assessing the implementation of sustainable public procurement using quantitative text-analysis tools: A large-scale analysis of Belgian public procurement notices

Public organizations are using sustainable public procurement (SPP) as a policy tool to address societal and environmental issues. Having a policy on SPP however does not guarantee implementation. Several barriers have for example been identified that prevent public procurers from implementing SPP in their procurement projects, such as financial constraints, lack of knowledge or motivation. The question therefore arises how much SPP public organizations actually implement in their procurement projects. However, existing studies often focus on the environmental part of SPP and often rely on using interviews or surveys to assess the perceived degree of SPP (which have been accused of being subject to social desirability bias and low response rates). Little is therefore known about what SPP is in practice, and how frequently it is implemented. In this study, we therefore provide a detailed operationalization of SPP that encompasses the full concept. We subsequently assess the implementation of SPP in practice using text mining techniques to analyse over 140.000 Belgian public procurement notices that were published between 2011 and 2016. The research shows that in more than 70% of the notices (with an annex) SPP is implemented, but there appears to be a downward trend. It seems that SPP is implemented less over time, rather than more. Environmentally friendly procurement was, relative to other types of SPP, prevalent over time and across regions. For SPP to live up to its potential there are thus still barriers to be overcome.     

An empirical identification and categorisation of training best practices for ERP implementation projects

Although training is one of the most cited critical success factors in Enterprise Resource Planning (ERP) systems implementations, few empirical studies have attempted to examine the characteristics of management of the training process within ERP implementation projects. Based on the data gathered from a sample of 158 respondents across four stakeholder groups involved in ERP implementation projects, and using a mixed method design, we have assembled a derived set of training best practices. Results suggest that the categorised list of ERP training best practices can be used to better understand training activities in ERP implementation projects. Furthermore, the results reveal that the company size and location have an impact on the relevance of training best practices. This empirical study also highlights the need to investigate the role of informal workplace trainers in ERP training activities.     

Close the loop: Evidence on the implementation of the circular economy from the Italian fashion industry

Fashion is widely considered as one of the most polluting and destructive industries to the environment and is a resource-intensive industry in which opportunities to reduce environmental impacts abound. By relying on an exploratory approach, this paper features an investigation into the circular economy (CE) practices of four purposefully selected Italian fashion companies. The study endorses the overlooked perspective of the product lifecycle (vis-à-vis the business model perspective), consistent with the key principles of the CE, to provide a comprehensive picture of CE practices implemented. This study engages with the current debate on the relationship between the concepts of sustainability and CE, supporting the idea that there is a beneficial relation between the two. The analysis shows the emergence of categories of CE-related practices as well as CE implementation challenges. The study also provides granular insights into the nature of these challenges that hinder the implementation of CE and demonstrates how they can be turned into sources of competitive advantage. Drawing on this emblematic evidence, we develop a set of theoretical and managerial implications.     

Lean management as a countermeasure for “Normal” disruptions

The academic and practitioner literature offer numerous examples of firms that have achieved significant performance improvement as a result of implementing lean management. Lean firms consistently apply well-defined tools and the relationship between implementation of these tools and improved performance is well-established in the literature. Many lean practices, such as standardized work and visual cues, reduce variability, increase productivity, and make problems more visible which can create a culture where disruptions occur less often. Although there is evidence that lean implementation leads to reduced disruptions, a question that remains unresolved is why these lean management tools lead to fewer disruptions and whether conditions such as the level of complexity and inventory in the system predict the successful application of these lean practices. Because many of the firms that adopt lean management can be characterized as complex work systems, we draw insights from literature on complex organizations operating in environments that are inherently perilous. Two constructs that are addressed in this literature are fundamental to the concept of lean management – interactive complexity and tight coupling or organizational slack. We argue that theory that applies to complex organizations provides a lens for viewing how lean management firms avoid disruptions and conclude that the theoretical basis for lean management lies in understanding how to overcome the complexity inherent in these systems to achieve disruption-free performance.     

Implementation of enterprise resource planning in China

ERP implementation is a ‘Triple Play’ that combines people, technology, and processes. It embodies a complex implementation process, especially in developing countries like China, often taking several years, huge amount of fund and involving a major business process reengineering exercise. In this paper, an attempt has been made to identify some Chinese-specific difficulties in the implementation process and provide solutions to implement ERP system successfully through questionnaire survey, interviews, and secondary data. On the basis of analysis of questionnaire results, some common difficulties have been explored by authors, such as support of top management, costly and time-consuming, cultural differences, technical complexity, lack of professional personnel, and inner resistance. The difficulties are largely due to the nature of enterprise's ownership and size. Suggested solutions to overcome these difficulties: ERP software packages selection, ERP implementation team, BPR, Training, and Outsourcing-Application Service Provider. These solutions can effectively solve ERP difficulties.     

Transparency of nonprofit organizations: An integrative framework and research agenda

Over the past 20 years, as the study of transparency has evolved into a burgeoning multidisciplinary field, nonprofit scholars have developed an impressive body of research on the antecedents and outcomes of the transparency of nonprofit organizations (NPOs). From both theoretical and practical purposes, it is necessary to develop an overall picture of such antecedents and outcomes, to allow scholars and NPOs to understand why, when, and how transparency should be implemented. Current studies provide a fragmented view, focused on specific elements of NPO transparency; with a systematic literature review of 76 articles, this article offers both an integrative framework of the antecedents and outcomes of NPO transparency and an agenda for research, based on a critical analysis of the integrative framework. Four relevant research orientations emerge: (1) direction of NPO transparency, (2) distinguishing actual from perceived transparency, (3) the dark side of NPO transparency, and (4) NPO transparency contingency factors. Research along these four orientations could add nuance to existing knowledge of transparency and provide key insights with regard to why, when, and how transparency works.     

Enterprise resource planning systems and its implications for operations function

Over the last decade, our world has changed dramatically due to the growing phenomenon of globalization and revolution in information technology. There is tremendous demand on companies to lower costs, enlarge product assortment, improve product quality, and provide reliable delivery dates through effective and efficient coordination of production and distribution activities. To achieve these conflicting goals, companies must constantly re-engineer or change their business practices and employ information systems.In 1990s, Enterprise Resource Planning (ERP) systems have emerged as an enabling technology, which integrates various functional (operations, marketing, finance) information systems into a seamless suite of business applications across the company and thereby, allowed for streamlined processing of business data and cross-functional integration. Thus, ERP systems provide an enticing solution to managers who have struggles with incompatible information systems and inconsistent operations policies. However, successful implementation of ERP systems requires active participation from senior-level managers from various functional areas so as to delineate its impact on the business level as well as functional level strategies.In this paper, we have endeavored to provide operations managers a brief overview of ERP systems and highlight its implications for operations function. Specifically, the objective of this paper is to give a broad based overview of enterprise resource planning systems. Using SAP R/3 as an example system, we discuss how an ERP system can assist in enhancing strengthening business strategy and making consistent operations decisions: process design, production planning and scheduling, inventory management, quality management, human resource management.     

Coordination artifacts in Agile Software Development

Agile Software Development is characterized by collaborative social interactions and fast-paced and iterative changes in project requirements. Much of the extant Agile development literature focuses on team and organizational aspects of Agile development projects. However, coordination mechanisms used within Agile projects have received less attention. Particularly, existing research lacks a discussion on how artifacts are applied in Agile software development to support project coordination, and how their potential for information richness and mutability impact their ability to support coordination.To address these issues, we conducted a case study of an Agile development project that involved customer and vendor organizations. Our case follows the interactions between the two organizations, identifies the different types of artifacts that they utilized to coordinate their joint activities throughout the various phases of the project, and traces the enactment of these artifacts' informational potential.Our study reveals that the organizations applied four different types of coordination artifacts - Foundational, Projective, Exposition and Indicative artifacts – to address different coordination challenges that arose throughout the project. The four types of artifacts were characterized by varying levels of information richness and mutability, which were shaped to support the Agile activities within which they were used.Our study enriches the understanding of the role of coordination artifacts in Agile projects, provides insights on the informational potential of the artifacts, and highlights some of the pitfalls than can result from misunderstanding object use.     

Sustainability Management within Supply Chains – A Resource Dependence View

Proceeding from three basic concepts of resource dependence theory – organizational effectiveness, interdependence and external control – we conducted a multiple‐case study to investigate factors that facilitate and hinder sustainability management within supply chains. Our empirical observations highlight that focal firms do not necessarily transfer their own corporate sustainability agendas into control mechanisms for managing the sustainability of their suppliers. Based on this insight, we develop a new theory that explains how intra‐ and interorganizational sustainability management is affected by a firm's business case for promoting sustainability, control mechanisms, trade‐offs, trust and market liberalization. The theory offers new insights into drivers and barriers for effective interorganizational sustainability management, whereas previous theories could not fully explain the reasons for diverging sustainability management practices in supply chains. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment     

Developing and implementing an environmental performance index for the Portuguese military

At an international level, the implementation of environmental management practices in military facilities is now a growing reality, particularly with the implementation of environmental management programmes and/or systems. The main goal of this research was to assess the Portuguese military sector's environmental performance through an index – the MEPE index – in a simplified and useful manner. A second goal was to measure the units' self‐assessment against the environmental profile of the military sector as evaluated through the index, to determine how far they match. The index was deeloped on the basis of the data obtained in a national questionnaire, which was carried out to evaluate environmental practices adopted by military units. Results show that the Portuguese military's overall environmental performance is poor, reflecting that this is quite a new issue in military organizations. Among the military branches the Air Force reveals the best environmental results. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.